Sustainable organisational transformation through inclusivity

• Main Author: Viljoen-Terblanche, Rica Cornelia
• Other Authors: Bootsen, A. E. (Prof.)
• Format: Others
• Language: en
• Published: 2009
• Subjects: Emotional Intelligence; Energy in the system to perform; Diversity of Thought; Dialoguing; Change Resilience; Emotional Intelligence Development; Culture; Climate; Change; Appreciative Inquiry; Organisational Change and Development; Organisational Transformation; Phenomenology; Storytelling; Engagement; Global Leadership; Grounded Theory; Inclusivity; Leadership; Managing of Diversity; Multi-cultural dynamics; National culture; 658.406; Organizational change; Management
• Online Access: Viljoen-Terblanche, Rica Cornelia (2009) Sustainable organisational transformation through inclusivity, University of South Africa, Pretoria, <http://hdl.handle.net/10500/726>; http://hdl.handle.net/10500/726

The objective of this multi-perspective qualitative research study was to explore the phenomenon of Inclusivity and to develop a theoretical Inclusivity Framework. Inclusivity is defined by the researcher as a radical transformational methodology with the intent to achieve sustainable results. A case study, in which an Inclusivity Transformational Strategy was implemented, was introduced to provide context. Six years after initial implementation of this strategy, with the purpose to investigate the sustainability thereof, in-depth interviews with a phenomenological nature were conducted with national leaders (n=4) responsible for the strategy and provincial leaders (n=13) that participated in the interventions. Furthermore, a round table discussion was conducted with the executive team (n=12), and three focus groups were held on regional leader level (n=32) and three on employee level (n=28). The essence of the phenomenon namely Inclusivity was synthesised through Phenomenology. Emerging theory was built through Grounded Theory principles. Meta-insights were derived through content analysis. Post Intervention Investigation was done in the case organisation. This strategy and the Inclusivity Framework, derived from literature, were adapted and presented as contributors to the theory of Inclusivity. Positive trends were found in the case organisation, in profitability, retention, compliance to legislation, levels of emotional intelligence of leaders and organisational climate indicators. Six years after the initial stages of the strategy were implemented, evidence of the principles of Inclusivity was still found. It was derived that Inclusivity leads to higher levels of commitment, trust and engagement. Fundamental to the achievement of success were leadership�s emotional intelligence, and willingness to allow differences. A key finding was that although aligned around strategy, individual styles were allowed to manifest in the case organisation. Creating Inclusivity in one system may however lead to the exclusion of other systems. It was concluded that Inclusivity as defined by this study is a radical transformational methodology that may result in sustainable transformation. === Graduate School of Business Leadership === D.B.L.